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Community consultation policy and matrix

Consultation policy
Community consultation matrix

Consultation policy

Objective

To ensure that consultation with the community is carried out in a consistent and professional manner by the organisation at all times.

Policy

All community consultation is carried out according to the criteria set out in the consultation matrix.
Community consultation as designated by the Council is carried out according to the criteria and any other criteria set by Council.

Procedures

The matrix identifies different levels of impact that would require certain levels of consultation.

When planning your activity or project you need to assess the level of consultation according to the impact.

Assess the level of impact

Determine the likely level of impact of the project, issue, service or action using the assessment criteria in the tables

Determine community participation

Determine the desired level of community participation/ involvement: Do you need to inform of a decision or involve the community in the decision making process. This will be influenced by the degree of impact and the desired outcomes of consultation. Use the guidelines in the consultation matrix to help with this decision and also consider legislation and other Council Policy requirements or Council decisions.

Determine the type of consultation

Use the Matrix to determine the type of consultation that should occur

Establish a consultation/communication strategy

Using the matrix and the detailed chart, plan a communications strategy for your project or issue which incorporates a timetable for communications and consultation. Timeframes for consultation are important and each project should include adequate timelines for consultation with the community i.e. enough time to disseminate information to allow the community to make a considered response.

Enter information into the Council corporate calendar

All consultation dates, including mail outs and advertisements for exhibitions, must be entered into the Corporate Calendar. Information in the Corporate Calendar will then be collated for the annual report.

Complete assessment of consultation

Complete the assessment form, which may include feedback from the community about the consultation process. These assessments will be used in reviews of Council’s consultation processes .

Community consultation matrix

Introduction

The community consultation Matrix aims to guide staff on when and how they should consult with the community.

The Matrix is relevant to all staff who have dealings with the community and a communications and consultation plan should be part of any project being undertaken by Council staff.

The type and level of consultation may vary between activities and projects and the level consultation may be more intense and detailed depending on the needs of particular groups or a community within the Mountains. The matrix provides the minimum levels that should be considered when planing activities and projects.

How to use the matrix

The matrix identifies different levels of impact that would require certain levels of consultation. When planning your activity or project you need to assess the level of consultation according to the impact.

Step 1: Assess the level of impact

Determine the likely level of impact of the project, issue, service or action using the assessment criteria in the tables

Step 2: Determine community participation:

Determine the desired level of community participation/ involvement: Do you need to inform of a decision or involve the community in the decision making process. This will be influenced by the degree of impact and the desired outcomes of consultation. Use the guidelines on Page 4 to help with this decision and also consider legislation and other Council Policy requirements or Council decisions.

Levels of impact

Level of Impact	Descriptions
Level 1 High	High level of impact on the city or local community
Level 2 Low	Lower level of impact on the city or local community

Criteria for determining the level of impact

High Level Impact	Low level impact
Level 1 - City wide
High level (real or perceived) on whole of city Significant impact on attributes of high value to community (environment/heritage) Impact on health, safety or well being of community Potential of high degree of controversy or conflict High level of community interest Potential impact on state or regional strategies or directions Examples: City strategy, Management plan, Cultural Strategy, DLEP, Disability action plan, Strategy Plan (youth culture aged), Removal of - or significant changes to- a whole of city service Provision of a regional facility (sport or cultural centre) Economic Development Policy Vegetation Management Plan	Recurrent large scale programs and activities which impact across the city but have a lower level controversy or potential for dispute Examples: Improvements to city wide services Upgrade of regional park/facility Changes to customer services e.g. payment of rates, office hours Review of community needs, annual survey Weed & Bushcare programs Capital Works Program (overall) URCP works Tourism promotion Road sealing programs Fuel management plans Community events such as NAIDOC celebrations, Youth Week, Seniors Week
Level 2 - Local area
High level (real or perceived) impact or risk on local area, community or group Loss or significant change to a local facility or service Potential for high degree of controversy or division in community Examples: Removal or relocation of local playground/park Changes to or loss of service eg local youth services Redevelopment of park or sportsground Masterplan process Local street works or closure Changes to local car parking Area planning, Plans of Management DCP's, Town Centre studies & designs	Only a small change or improvement to a facility or service at a local level Low risk of conflict at the local level Examples: Upgrade of local playground Local street or area upgrade Changes to a local activity Local road changes/upgrades Park upgrades, changes Community building upgrades/introduction Local events - celebrations Specific groups events

Levels of community participation

Level of participation	Definition
Inform	Advise the community of a situation or proposal Inform on a decision or direction Provide advice on an issue No response required - free to seek further levels of participation
Consult	Undertake research to help identity needs or issues Seek comment on proposal, action or issue Seek feedback on service or facility Require response, limited opportunity for dialogue Take account of consultation in decision making
Involve	Involve the community in discussion or debate Ensure informed input through briefing and information Adopt innovative and participatory approach -meetings forums Involve at different times of the planning process - advisory committees
Partner	Establish partnerships for involvement in decision making - task force Enable ongoing involvement and keep informed Allocate responsibility in achieving initiatives

Levels of participation generally required

Level of Impact	Level of participation generally required	Exceptions
Level 1 - High Impact	Informing Consultation Involving Partnerships	In emergency situations it may not be possible to consult before taking action Partnerships may be appropriate - or a local advisory committee to provide input into plans or issues
Level 2 - Low Impact	Informing Seeking Information Involving	May conduct a survey to assess needs rather than involve - especially if community has been previously involved in consultation May be partnerships for events

Consultation matrix

Type of consultation	Level 1 High Impact City Wide	Level 1 High Impact Local Level	Level 2 Low Impact City Wide	Level 2 Low Impact Local Level
Informing	Essential	Essential	Essential	Essential
Telephone contact	May be appropriate	May be appropriate	May be appropriate	May be appropriate
In person meeting	May be appropriate	May be appropriate	May be appropriate	May be appropriate
Written correspondence	Essential	Essential	May be appropriate	May be appropriate
Pamphlet	May be appropriate	May be appropriate	May be appropriate	May be appropriate
Letter box drop	May be appropriate	May be appropriate	May be appropriate	May be appropriate
Notice in local paper	Essential	Essential	Essential	Essential
Notice in newsletter	May be appropriate	May be appropriate	May be appropriate	May be appropriate
Media release	Essential	Essential	Essential	Essential
Site display	May be appropriate	May be appropriate	May be appropriate	May be appropriate
Displays in other locations	May be appropriate	May be appropriate	May be appropriate	May be appropriate
Consulting
Suggestion box			May be appropriate	May be appropriate
Telephone survey	May be appropriate	May be appropriate	May be appropriate	May be appropriate
Written survey	May be appropriate	May be appropriate	May be appropriate
Hotline/phone in	May be appropriate	May be appropriate	May be appropriate
Letter inviting submissions	Essential	May be appropriate	May be appropriate
Media release inviting submission	Essential	Essential	Essential	May be appropriate
Public exhibition	Essential	May be appropriate	May be appropriate
Interview	May be appropriate	May be appropriate	May be appropriate	May be appropriate
Focus Group Session	May be appropriate	May be appropriate	May be appropriate	May be appropriate
Involving
Meeting with user groups/stakeholders	Essential	Essential	May be appropriate	May be appropriate
Meeting with existing groups	May be appropriate	May be appropriate	May be appropriate	May be appropriate
Workshop session	May be appropriate	May be appropriate	May be appropriate	May be appropriate
Meeting by invitation	May be appropriate	May be appropriate	May be appropriate	May be appropriate
Site tour/meeting	May be appropriate	May be appropriate	May be appropriate	May be appropriate
Public meeting	May be appropriate	May be appropriate	May be appropriate
Partnerships
Committee of management	May be appropriate		May be appropriate
Taskforce or working party	May be appropriate	May be appropriate	May be appropriate
Joint venture	May be appropriate	May be appropriate	May be appropriate	May be appropriate

Types of consultation

Type of consultation	Description	Strengths	Challenges
Informing
In person meeting	Informal or semi informal discussion either one-to-one or in a small group	Allows discussion of specific issues and points of view	Limit to number of people accessing information
Correspondence	Personally addressed letter informing resident of a service, action or project	All residents receive the same information	Assumes literacy level of residents
Pamphlet	Designed to provide information on particular project or issue	All residents receive the same information in the same format Allows more detailed information, diagrams etc	Assumes literacy level of residents More costly - distribution and dissemination needs to be addressed
Letterbox Drop	Designed to provide information on particular project or issue	All residents receive the same information in the same format Allows more detailed information, diagrams etc Can be targeted to certain areas	Assumes literacy level of residents May be perceived as "Junk mail" and discarded
Notice in local paper	Advertisement in Council page or other sections	Widespread notification	Assumes residents read local papers
Media release	News story and/or photo in media	Creates interest by making issue "news"	Depends on media using release and time sensitivity
Site display	On site information about proposed project/ activity	Information for those with access to the site - immediate information for passers by	Depends on location of the site and quality of information or display
Displays in other locations eg villages, shopping centres, community noticeboards	Information placed in areas of high public use,	Can inform a cross section of the community	Depends on quality of information or display Assess need to update information
Consulting
Suggestion Box	Place for residents to provide ideas or feedback Physical -i.e. at council offices or on the website	Easy access to ideas and easy for community input	Feedback needs to be provided on suggestions
Telephone survey	Phone contact to complete a structured interview	Provides data to assess needs Wide consultation Trends can be plotted	Costs Limit/target questions Expert analysis of results Excludes those without a phone Telemarketing fatigue
Written survey	Structured survey to gather information	Provides data to assess needs Wide consultation Trends can be plotted	Costs Limit/target questions Expert analysis of results
Hotline/phone-in	Time-limited opportunity for residents to make contact and provide feedback	Capacity to gather information from interested parties and clarify concerns	Relies on skilled interviewers Relies on publicity and public interest
Media promotion inviting submissions	Ask the community for written submissions on a proposal, concept or activity	Useful as part of wider consultation process Broadens potential information source Easy to implement Enables formal comments on an issue	Limited opportunity for dialogue or clarification Attracts literate, motivated and organised groups and individuals
Public exhibition	The formal exhibition of a plan or document at key locations for a set period of time	Gives the community the opportunity to view and comment on a plan or strategy	Requires high level of promotion Requires motivated residents to respond
Interview	Face to face structured interview	Forms the basis of assessing issue and trends Rich source of resident information Capacity to reflect, expand and clarify points	Time consuming and costly May not be representative of all groups
Focus Group Session	Semi-structured interview in a small group (with invited participants)	Participants explore and build on issues Allows in-depth discussion	May not be representative of all groups
Meeting with user/stakeholder group	Face to face semi- structured meeting with a specific group	Capacity to draw out issues of concern to the group Opportunity to clarify issues of contention and uncertainty Opportunity to develop an action that responds to issues	Requires a competent and effective facilitator
Involving
Meeting with existing group e.g. parents, school children, youth aged etc	Link to an existing group to discuss broad issues	Involves people who would not normally come to other meetings	Requires a competent and effective facilitator
Workshop session	Structured approach where participants work through and issue to develop solutions	Can produce a plan or recommendation All participants involved in discussion and outcomes	Requires a competent and effective facilitator Needs limited numbers to be effective
Community forum	Panel of speakers provide information and facilitate discussion on a topic	Greater information on all aspects Good to generate general interest in a topic	Need to ensure a balance of speakers
Community Debate	Organised speakers and debating panels used to discuss an issue	Promotes informed thinking Ensures managed debate and discussion and the recognition that there is more that one side to an argument	Needs to be clear sides to an issue Need to ensure balanced and articulate speakers
Public Art Session	The integration of public art into the consultation process i.e. using public art as a tool to encourage people to express their views, ideas and values	A positive and creative way to involve people Contributes to community development Results in a Product that can be used to enhance the built environment	Resources required for materials Requires a skilled facilitator
Site tour/meeting	Structured meeting on site	Opportunity to view or visualise issues or proposals	Good organisation and high quality display material
Public meeting	Gathering of large numbers of residents to inform them and enable comment	Broadcast of information to a large group Open to all	Requires skilled facilitation and informed staff to answer questions Risk of disruption by interest groups
Community Advisory Committee	Community representatives who can help disseminate information to the community and comment on plans	Cross section of representatives can give input on plans Can help structure plans for release to the wider community	Need to ensure broad representation Terms of reference need to be clear - does the committee decide or advise?
Partnerships
Committee of Management	Committee that works with council under delegated power to manage a service or facility.	Shares responsibility for the management of a facility or the delivery of a service Involves community members in the care and control of local resources	Need to ensure broad involvement Risk of control be select few Methods of representation - appointment or election need to be clear
Taskforce or working party	Groups of people selected to work with Council to complete a task or develop a new service or facility	Opportunity to maximise skills and resources in the community	Requires a skilled chair to maximise contribution of all members
Joint venture	A formal arrangement with stakeholders or organisations to plan and achieve a project or service (e.g. funding a joint venture)	Greater commitment and responsibility from the community to establish a facility or service Less reliance on council funding and resources	Ongoing costs - maintenance etc